Global Account Management for Sales Organization in Multinational Companies *

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Global Account Management for Sales Organization in Multinational Companies *"

Transcription

1 Global Account Management for Sales Organization in Multinational Companies * Tino Canegrati ** Abstract A Global Company is not just a Multinational Company, but on top it has developed an organizational structure, an overall governance and a set of operational decision making processes which allow running a significant percentage of business processes as a unique body across borders. Successful Global Companies have a clear setup and governance of local versus centralized decision making processes, as well as budget ownership Corporations focused on global opportunities need to re-think their customer approach, namely in terms of set up of their sales force, and more specifically planning, a transformation from national based to international managed sales organization for those specific customers. Keywords: Market-Driven Management; Global Companies; Multinational Companies; Vision; Global Account Management; Sales Organization; Corporate Culture; Corporate Responsibility 1. Business Globalization A number of businesses have become global in the past few years, and many others are moving to the same direction. Everybody is aware that the main drivers for this evolution are related to lower barriers to commerce, facilitated communication and ideas exchange; everybody can see an overall trend towards more homogenous lifestyle among consumers from different countries and cultures, and a more standardized set of business practices in entrepreneurship world. Standardization of products and processes are the first outcome of globalization; but they act themselves as a catalyst, driving economy of scales in design, production and distribution. And economies of scale act as boosters for further globalization, providing advantages to companies which are able to leverage their * Invited Article ** Director of University Relations HP Technology Solutions Group EMEA Canegrati Tino, Global Account Management for Sales Organization in Multinational Companies, Symphonya. Emerging Issues in Management (), n. 1, 2009, pp

2 broad geographical presence to create even more economy of scale, or to complement their size and geographical coverage through merge and acquisition. The combination of these actions drives even more companies to consider the opportunity to expand their global strengths, by implementing changes in their organizations, both in R&D and Production, but also in Distribution and Sales. It happens more and more frequently that a successful national sales organization get impacted by the acquisition of one of their major accounts from an international company (and consequential changes in decision making processes); or, on the opposite extreme, that the same sales organization cannot access additional business opportunities generated from geographical expansion from one of their customers, because of the lack of coordination between different regions sales forces. This paper wants to reflect on the challenges and the opportunities that such changes offer to sales organizations, and highlight potential ways of addressing them. 2. Multinational Companies and Global Companies Without going in too many theoretical details on defining a Multinational or a Global Company, we want to address the main differences, specifically in light of their decision processes. We know that Multinational Companies manage significant component of their turnover outside of their home countries, and across a significant number of subregions. We also have as a common perception that strong branding across countries and continents reinforces the concept of Multinational Companies. On the other side it is worth to reflect on the fact that not all Multinational Companies act as Global Companies. A Global Company is not just a Multinational Company, but on top it has developed an organizational structure, an overall governance and a set of operational decision making processes which allow running a significant percentage of business processes as a unique body across borders. A well set and run Global Company designs, runs and manages operational business processes while creating methodologies and efficiency standards which maximize the economy of scale of their business size; and it balances that standardization by keeping a dedicated local behavior wherever there is value added. Without naming them, each of us have in mind brands that they consider close to their daily life, while being aware that their operations run consistently and homogenously across dozens (or hundreds) of different countries. Successful Global Companies have a clear setup and governance of local versus centralized decision making processes, as well as budget ownership; Sales Organizations need to be very aware that transactional sales (and over time also part of solution sales) have standards defined at centralized level, and more and more are driven from centralized organizations. Concept of internal shared services in Procurement, IT, Real Estate, Finance, HR and other functions are implemented broadly in Global Companies, as they drive centralized, or at least strongly coordinated, budget ownership and decision making. Let s see together which reflections we suggest to a Sales Organization dealing with Global Companies. 41

3 3. Corporate Responsibility and Corporate Culture As seen in previous chapter, Global Companies have most of their procurement decision processes which are centrally driven through practices and standards designed and implemented across countries; moreover, most of decision making points are owned, or strongly influenced, by organizations which are not any more managed at local level. Does that mean that Sales Organizations should approach all Global Companies as Global Account? (i.e. creating for each of those Global Accounts a transnational sales organization) Our perspective is that this is not a straight forward consequence. An International Sales Force which is in the process of evaluating if and how they have to change their Client Account structure from a national to a global one, should take in consideration a few major criteria: - overall relevance of each account (both in terms of size of existing and potential business); - share of wallet within each account (which represents both the relevance of their company (as a supplier) to the account, as well as the addressable additional opportunity; - offer portfolio (i.e. transactional sales vs. solution/project sales); - congruence between their sales organization and account decision making structure; - competitors behaviour. After having performed a thorough screening of customers portfolio, and having identified companies which present behaviors peculiar to Global Companies, it is time to filter across those highlighted criteria: final goal being to identify those Global Accounts which look the most attractive for setting up a dedicated Sales Organization. Specifically it is very important to identify expected benefits from the setup of a dedicated Global Account Organization as well as to size goals which need to be achieved. Those benefits should be compared and weighted along with investments required to manage organizational changes and associated tuning in organizational, operational and financial reporting structure. 4. Implementation of a Global Account Management Organization Once the preliminary analysis about the opportunity to set up a sales organization focused on Global Account has been performed, and the business case in terms of overall financials, ROI and risks mitigation has been found solid and sustainable, it is time to plan real deployment of the new structure, and start the transformation process. While preparing the implementation of such a major change, a Sales Organization should not forget 3 major dimensions: - the need of getting understanding and acceptance of members of an organization spread across dozens (if not hundreds) of countries; 42

4 - the importance of proactively communicate to involved customers, as well to coordinate the deployment effort with them; - the absolute must of planning and managing carefully such a transition, by driving operational changes firmly but smoothly and by rigorously making all major KPI (Key Performance Indicators) easily measurable and easy to track. Planning an organizational change of such magnitude required to address at least 5 major steps: - creating a Vision, i.e. an end point to be achieved; - define and implement a Transformation Strategy, which allows to move from current setup to a defined end point; - address MOC (Management of Change) as the key success factor for involving and mobilizing the whole population involved in the new setup; - deploy the plan as defined, and carefully monitor progression; - learn-as-you-go from obstacles encountered along the way while leverage from success. Figure 1: Implementation Path for a Global Account Management Model 4.1 Vision Definition of a Vision for the new organization it s the first, mandatory step. Vision should include associated expected benefits, tailored around returns for the company, advantages for customers, and reward for individual members of the sales teams. End state has to be clearly defined and detailed in terms of organizational setup, ownership and responsibility of goals and objectives, operational frame and need to be complemented by identified and sized expected returns. A thoroughly articulated and clearly communicated burning platform (the main compelling reasons behind a request for a massive organizational change) has to be prepared. Burning platform should include the compelling reasons why change is required now, and cannot be postponed. A clear picture of the current and expected situation will help to mobilize the whole organization and to create the right sense of urgency. Identification of KPIs (Key Performance Indicators) such as revenues, profit, customer satisfaction and 43

5 share of wallet will make the vision real and measurable. KPI historical trends, as well as related future objectives should be clearly defined and shared with all stakeholders and affected entities. Communication should also include relative current and expected position versus major competitors. Country sales organizations and country account team members need to be involved in dedicated communication sessions, where a factual picture of current issues and constrains, and a desired and objective end state, can be shared and discussed. Open, two-way discussion is mandatory for a successful acceptance and for gaining strong commitment from local sales forces (more comments on this point will be included in the session 4.3 MOC Management of Change ). 4.2 Transformation Strategy Vision should be supported by a well-thought, articulated and consistent Transformation Strategy, developed with an end-to-end perspective (so including, for example, actions associated to a refocus of marketing organizations: new setup and tailored operations need be in line with the new global dimension. As another example, it should include a detailed transition plan from current management reporting system to a new one, tuned to the new global customer centric perspective). Transformation Strategy need to be at detailed level, to cover all components of the organization, while flexible enough to incorporate changes generated by learning-as-you-go along the way. Transformation should actually be considered as a journey: and as such, should be based on accurate planning, intermediate milestone precisely monitored and checked, clear and sharp final objectives. On the other side, management team driving transformation path needs to pay attention to all changes and unexpected obstacles or opportunities which will show up along the way; quick tuning and adjustments are key for success. As mentioned such a long and complex journey requires that transformation address all operational components of organization, in order to make sure that business continuity is ensured and maintained across all steps. Particular attention needs to be devoted to data integrity, as well as to quality and frequency of reporting of those operational data which are mandatory to run business on a dayby-day basis (as an example revenues and profitability by project and by account; or a consolidated view of goods demand/supply picture across countries and subregions). Methodologies for designing organizational changes (and specifically aimed to check congruency among formal and informal organizations, work to be done and people performing that work) have proven to be very useful, and can prevent major discrepancies (see for example David Nadler, Champions of Change) Focus and attention to details, specifically to all areas which are critical to drive customer satisfaction and revenue generation, are mandatory for designing a successful Transformation Strategy. Once this second component has been successfully addressed, there is another fundamental step which needs to be considered and carefully prepared: MOC. 44

6 4.3 MOC (Management of Change) Setting-up a Global Account Management Organization requires a systematic preparation that we have tried to summarize in the previous couple of paragraphs. But by itself a clear end state and a thorough preparation are not sufficient: it needs to be coupled with a comprehensive approach to inform and communicate to all involved stakeholders, from CEO to sales reps in the most remote area of the world. Success of a transformation of this magnitude requires that each member of involved organizations has a full understanding about: - background which have urged the change (what we have called burning platform ); - objectives and benefits which are targeted (as components of the what we have called Vision); - expected contribution/involvement from him/herself as individual; - how (overall/personal) success will be tracked along the way; - how and when he/she will get further updates about progression. First, fundamental step for MOC is focused in getting full support from right sponsorship, and namely from Sales Management. Changes requested are so fundamental across Sales Organization that only a full endorsement and support by top management can guarantee success of the overall project. A second point to take in account is the involvement of all stakeholders. In order to identify all relevant ones, it is important to consider nature of current organizations, reflecting on potential consequences and impacts of Global Account Management Project on existing functions and businesses. Specific perspectives to be taken in account are (see Figure 2): - lines of business; - geographies; - routes to market; - selling motions. Figure 2: Map of Potential Stakeholders to be Considered in an M.O.C Plan For each one of these components identification of possible roadblocks and potential sponsors it s of capital importance, along with accurate mapping of all 45

7 stakeholders. Creating a chart of these points of influence, and evaluate risks and opportunities associated with each of them is strongly recommended. Third step is to design and put in action governance which allows identifying clear ownership and responsibility for key decision making; frequency and format for Project Boards and Steering Committees; and flow and frequency of communication to keep constantly informed key decision makers. Last, but absolutely fundamental component is the preparation and deployment of a comprehensive and consistent communication plans, which identifies: - communication segmented target; - communication frequency and format; - speakers/senders owning each communication element; - desired interactivity level in communication sessions. Communication importance and (lack of) communication consequences are often under evaluated in large and complex transformation projects: so we feel the need of stressing once again the importance of devoting the right time and energy to the creation and the execution of a solid communication plan. Large transformations can be successful only if all the people involved in the changes are kept informed, constantly involved and have the opportunity to provide inputs and feedbacks. Significant part of this communication needs to come from Executive Sponsor, as part of his/her commitment to the success of the initiative. It is a major additional effort, but definitely it pays back in terms of speed of implementation and in preventing potential emerging obstacles. Communication is never enough, and has to be consistent over time and carefully planned upfront. 4.4 Deployment In this chapter we will address deployment, both in terms of the first phase, so what we call starting the journey, and from the perspective of leveraging progresses and constantly re-launch the overall actions, building on intermediate success Starting the Journey Once the organization has finished preparing the foundation for the transformation, it s time to start. While it is key to have a thorough preparation, it s also important to move to execution mode quickly, to keep momentum and to leverage ideas and energies which have been created. Further thinking and adjustments which could postpone deployment should be avoided, as they can significantly reduce the trust created across all teams. Two preliminary choices are of capital importance: put together a team of skilled, empowered and motivated individuals responsible to drive the implementation; and focus the first steps on finding and harvesting low hanging fruits, i.e. quick actions which, by providing significant return, increase motivation and sense of achievement both for the driving team and for the whole organization. After having assigned competent and well prepared individuals as Account Managers to selected Global Accounts, it s time to set associated targets 46

8 (quantitative and clear; challenging but achievable) to each Account team. Account teams start putting together their Account Plans, and proactively working on Accounts to generate business opportunities. Extreme rigor need to be devoted by sales management in driving Opportunity Pipeline, and in managing it proactively with the goal of maximizing winning prospects. Executive sponsors should be assigned and made active to each one of the accounts. Comprehensive approach to customer feedbacks has to drive each action, with the goal of tuning and adjusting approach very quickly, while focusing on customer benefits and needs. And each one of this step needs to feed the other in iterative mode (see Figure 3). Figure 3: An Iterative Model to Implement Key Initiatives to Drive Success The whole new structure start working: sales tools simplifying sales reps life, while keeping major steps of sales process monitored and tracked, needs to be released and deployed. Constant support to front end organization and accurate monitoring of customer feedbacks need to be coupled to rigorous tracking of main business metrics and proactive action taking for fixing potential gaps created during implementation Building from Success Complex transformations need to be constantly monitored in terms of progression. Quick and decisive corrective actions must be taken as soon as deviations start appearing on the dashboard. We actually suggest creating set of linked dashboards, similar in format but tailored to different levels of the organization, in order to make visible to everybody a coherent and timely view of the progresses and of consequent corrective actions. The other area where we recommend focusing on is related to best practices which will be identified as transformation progresses. The ability to capture them and to replicate on broader base can dramatically speed up and make easier the whole implementation. Same comment for processes and tools: quickly detecting working areas and potential issues and fixing/improving them accordingly can significantly increase efficiency of hundreds of people working in front of the customers. 47

9 5. Conclusion Globalization of process, governance and decision making of large multinational companies is a solid, continuous trend in today business environment. Related changes can be leveraged as great opportunity for reinforcing or re-launching fruitful business relationship, and creating efficiency and advantages both for suppliers and customers. Suppliers who want to embrace those opportunities need to re-think their customer approach, namely in terms of set up of their sales force, and more specifically planning, a transformation from national based to international managed sales organization for those specific customers. Such an organizational transformation requires a careful and detailed preparation and excellence in execution. Ability to clearly design the end state, to size expected returns, to choose the right people to drive it, and to carefully execute and monitor are of capital importance for creating a successful new set-up. During such a transition, risks exist and need to be carefully mitigated. On the other side we suggest to deeply reflect on the major risk which can jeopardize future success of an effective organization: maintaining organization in a status quo, while customers are evolving rapidly, across borders, creating a new environment which could become very difficult to be addressed through current set-up. 48

Driving Supplier Performance Improvement:

Driving Supplier Performance Improvement: Driving Supplier Performance Improvement: Using established HR techniques and on-line tools to enhance supplier performance management. Although supplier performance management can be complex and time

More information

The New Value of Change Management: Success at Microsoft

The New Value of Change Management: Success at Microsoft The New Value of Change Management: Success at Microsoft by Molly Cooper, Microsoft IT Page 1 of 8 Summary Microsoft recently completed a significant IT transformation effort by replacing the existing

More information

Part One. Determining and Aligning the CRM Vision: Overview

Part One. Determining and Aligning the CRM Vision: Overview Part One Determining and Aligning the CRM Vision: Overview O V E R V I E W The CRM vision is the starting point in the achievement of performance driven CRM. It directs us to the desired end state and

More information

Talent & Organization. Change Management. Driving successful change and creating a more agile organization

Talent & Organization. Change Management. Driving successful change and creating a more agile organization Talent & Organization Change Management Driving successful change and creating a more agile organization 2 Organizations in both the private and public sectors face unprecedented challenges in today s

More information

Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams.

Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams. Becoming Agile: a getting started guide for Agile management in Marketing and their partners in IT, Sales, Customer Service and other business teams. Agile for Business www.agilefluent.com Summary The

More information

Wilhelmenia Ravenell IT Manager Eli Lilly and Company

Wilhelmenia Ravenell IT Manager Eli Lilly and Company Wilhelmenia Ravenell IT Manager Eli Lilly and Company Agenda Introductions The Service Management Framework Keys of a successful Service management transformation Why transform? ROI and the customer experience

More information

Mergers and Acquisitions: The Data Dimension

Mergers and Acquisitions: The Data Dimension Global Excellence Mergers and Acquisitions: The Dimension A White Paper by Dr Walid el Abed CEO Trusted Intelligence Contents Preamble...............................................................3 The

More information

THE 7 STEPS TO A SUCCESSFUL CRM IMPLEMENTATION DEPLOYING CRM IN THE NEW ERA OF CONNECTED CUSTOMERS

THE 7 STEPS TO A SUCCESSFUL CRM IMPLEMENTATION DEPLOYING CRM IN THE NEW ERA OF CONNECTED CUSTOMERS THE NEW ERA OF ABOUT THE AUTHOR Paul Rogers is the Head of Customer Experience and CRM within HCL s Applications Division. Based in London, Paul is responsible for leading HCL s CRM consulting and technology

More information

35 Examples How Sales Teams Benefit from Microsoft Dynamics CRM

35 Examples How Sales Teams Benefit from Microsoft Dynamics CRM 35 Examples How Sales Teams Benefit from Microsoft Dynamics CRM Achieving Growth Targets 1. Managing Sales Goals Sales teams need to know how they re performing in comparison to their sales goals. Are

More information

White Paper Build A Change Management Office

White Paper Build A Change Management Office Building Change Capability We make it happen. Better. White Paper Build A Change Management Office 9 Steps to Make Your Change Efforts Stick May 2014 Better Change Management Developing a Change Management

More information

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,

More information

Program and Budget Committee

Program and Budget Committee E WO/PBC/21/12 ORIGINAL: ENGLISH DATE: JULY 1, 2013 Program and Budget Committee Twenty-First Session Geneva, September 9 to 13, 2013 PROGRESS REPORT ON THE IMPLEMENTATION OF A COMPREHENSIVE INTEGRATED

More information

The metrics that matter

The metrics that matter WHITE PAPER The metrics that matter How actionable analytics can transform field service management performance. www. Introduction The top strategic action for two-thirds of service organisations is to

More information

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,

More information

Becoming Agile: a getting started guide for Agile project management in Marketing, Customer Service, HR and other business teams.

Becoming Agile: a getting started guide for Agile project management in Marketing, Customer Service, HR and other business teams. Becoming Agile: a getting started guide for Agile project management in Marketing, Customer Service, HR and other business teams. Agile for Business www.agilefluent.com Summary The success of Agile project

More information

BE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE

BE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 A BUSINESS EXCELLENCE INITIATIVE 2015 CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 Self Assessment Guidelines l l l l l l The Criterion contains questions on the Processes and Results.

More information

Migration Planning guidance information documents change ManageMent Best Practices October 7, 2011

Migration Planning guidance information documents change ManageMent Best Practices October 7, 2011 Migration Planning guidance information documents change ManageMent Best Practices October 7, 2011 Table Of Contents 1. Purpose... 1 2. Change Management Approach... 1 2.1 Change Management Objectives...

More information

5 Steps to Creating a Successful Optimization Strategy

5 Steps to Creating a Successful Optimization Strategy 5 Steps to Creating a Successful Optimization Strategy Many companies are now recognizing that in a world of mobile devices and increasingly sophisticated online services, the creation of an excellent

More information

Accenture Sustainability Performance Management. Delivering Business Value from Sustainability Strategy

Accenture Sustainability Performance Management. Delivering Business Value from Sustainability Strategy Accenture Sustainability Performance Management Delivering Business Value from Sustainability Strategy Global executives are as committed as ever to sustainable business. Yet, executing a sustainability

More information

Contents. Evolving Trends in Core Banking Transformation (CBT) Challenges Faced in Core Banking Transformation (CBT)

Contents. Evolving Trends in Core Banking Transformation (CBT) Challenges Faced in Core Banking Transformation (CBT) Contents Preface From the Editor s Desk Evolving Trends in Core Banking Transformation (CBT) 01. Customer Expectations and Next Generation Banking 05 02. Survival Driving Core Banking Transformation (CBT)

More information

How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation

How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation How Smart Businesses Embrace Change Lessons to Enable a Successful Business Transformation January Paulk Director of Client Services Organizational Change and Business Process Management Services Agenda

More information

How to develop and deploy European operations for high-end B2B software companies

How to develop and deploy European operations for high-end B2B software companies How to develop and deploy European operations for high-end B2B software companies Accelerating growth of US software companies September 2003 Agenda 1- Why build international operations 2- Opportunities

More information

The fact is that 90% of business strategies are not implemented through operations as intended. Overview

The fact is that 90% of business strategies are not implemented through operations as intended. Overview Overview It is important to recognize that a company s network determines its supply chain efficiency and customer satisfaction. Designing an optimal supply chain network means the network must be able

More information

Recruitment and Selection

Recruitment and Selection Recruitment and Selection The recruitment and selection belongs to value added HR Processes. The recruitment is about: the ability of the organization to source new employees, to keep the organization

More information

Targeting. 5 Tenets. of Modern Marketing

Targeting. 5 Tenets. of Modern Marketing 5 Tenets of Modern Marketing Targeting The foundation of any effective Modern Marketing effort is to ensure you have a clear and accurate picture of your potential customers. Without the proper strategies

More information

SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND?

SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND? GRAND & TOY 2012 SUPPLY CHAIN & PROCUREMENT INSIGHTS REPORT CANADA, ARE WE FALLING BEHIND? Research conducted by TABLE OF CONTENTS Overview... 3 Procurement Tactically Focused but Evolving...4 Communication

More information

Visual Enterprise Architecture

Visual Enterprise Architecture Business Process Management & Enterprise Architecture Services and Solutions October 2012 VEA: Click About to edit Us Master title style Global Presence Service and Solution Delivery in 22 Countries and

More information

IT Owes Much to PMOs

IT Owes Much to PMOs IT Owes Much to PMOs Doing More with Less Doing more with less is the mantra of IT organizations reuse and productivity, and nowhere recently have these principles been more effectively applied than in

More information

Information Governance Workshop. David Zanotta, Ph.D. Vice President, Global Data Management & Governance - PMO

Information Governance Workshop. David Zanotta, Ph.D. Vice President, Global Data Management & Governance - PMO Information Governance Workshop David Zanotta, Ph.D. Vice President, Global Data Management & Governance - PMO Recognition of Information Governance in Industry Research firms have begun to recognize the

More information

Marketing and the Concept of Planning & Strategy

Marketing and the Concept of Planning & Strategy Marketing and the Concept of Planning & Strategy chapter 1 strategic marketing (PGDBM 339) BIM Bangalore ranganath iyengar discussion context Marketing decision making Strategic planning Marketing decisions

More information

Agile project portfolio manageme nt

Agile project portfolio manageme nt Agile project portfolio manageme nt Agile project & portfolio summit at Harrisburg University May 9, 2016 Agile project portfolio management Agenda Portfolio management challenges Traditional portfolio

More information

An Introduction to Sustainability Reporting. What Is Sustainability Reporting. White Paper: An Introduction to Sustainability Reporting

An Introduction to Sustainability Reporting. What Is Sustainability Reporting. White Paper: An Introduction to Sustainability Reporting An Introduction to Sustainability Reporting There is a growing movement, worldwide, to not only be a more responsible corporate citizen, but to trade on that fact and Sustainability Reporting is the lynchpin

More information

Change Management in Executing Organizational Restructuring and Human Resource Planning

Change Management in Executing Organizational Restructuring and Human Resource Planning Change Management in Executing Organizational Restructuring and Human Resource Planning by Edna Gatchalian Strategic HR & Technology Summit 21-22 Sept 2011 Diamond Hotel Philippines Contents Definitions

More information

04 Executive Summary. 08 What is a BI Strategy. 10 BI Strategy Overview. 24 Getting Started. 28 How SAP Can Help. 33 More Information

04 Executive Summary. 08 What is a BI Strategy. 10 BI Strategy Overview. 24 Getting Started. 28 How SAP Can Help. 33 More Information 1 BI STRATEGY 3 04 Executive Summary 08 What is a BI Strategy 10 BI Strategy Overview 24 Getting Started 28 How SAP Can Help 33 More Information 5 EXECUTIVE SUMMARY EXECUTIVE SUMMARY TOP 10 BUSINESS PRIORITIES

More information

IBM Learning Solutions Executive Brief. Learning strategy an investment in the future.

IBM Learning Solutions Executive Brief. Learning strategy an investment in the future. IBM Learning Solutions Executive Brief Learning strategy an investment in the future. September 2005 Page 2 Contents 2 Introduction 3 Do you need a learning strategy? 4 Current learning strategy insights

More information

Change is Good. By K. Yates. Figure 1: Why converged communications matters. IT/Telecom used to generate Enterprise top line growth

Change is Good. By K. Yates. Figure 1: Why converged communications matters. IT/Telecom used to generate Enterprise top line growth Change is Good By K. Yates The past 10 to 15 years have seen a shift in how executives view IT/telecom infrastructure. In the 1990s, executives managed IT/telecom to reduce its cost; in the early to mid-2000s,

More information

Effectiveness or Efficiency? Is your firm tracking the right Real Estate Metrics? TENANT PERSPECTIVES. The Challenge of Real Estate Management

Effectiveness or Efficiency? Is your firm tracking the right Real Estate Metrics? TENANT PERSPECTIVES. The Challenge of Real Estate Management Effectiveness or Efficiency? Is your firm tracking the right Real Estate Metrics? By Joseph Hamilton, SVP, Cornish & Carey Client Solutions The Challenge of Real Estate Management Managing real estate

More information

Essentials to Building a Winning Business Case for Tax Technology

Essentials to Building a Winning Business Case for Tax Technology Essentials to Building a Winning Business Case for Tax Technology The complexity of the tax function continues to evolve beyond manual and time-consuming processes. Technology has been essential in managing

More information

Ten Steps to CRM Success. A Customer Relationship Management White Paper

Ten Steps to CRM Success. A Customer Relationship Management White Paper A Customer Relationship Management White Paper 10 Steps to CRM Success i Table of Contents Step1: It s all About the Customer... 1 Who Are Your Customers?... 1 Define Customer Attributes... 1 Step 2: Build

More information

RTM Consulting. Change Management. Key to Avoiding a Failed Knowledge Management Implementation. Randy Mysliviec CEO

RTM Consulting. Change Management. Key to Avoiding a Failed Knowledge Management Implementation. Randy Mysliviec CEO RTM Consulting Change Management Key to Avoiding a Failed Knowledge Management Implementation Randy Mysliviec CEO RTM Consulting 2 2013. All rights reserved. Change Management Key to Avoiding a Failed

More information

INSERT COMPANY LOGO HERE

INSERT COMPANY LOGO HERE 2014 2013 INSERT COMPANY LOGO HERE 20142013 North North American American IT Professional SSL Certificate Services Customer Product Value Leadership Enhancement Award Award Customer Value Enhancement Award

More information

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com

Drive to the top. The journey, lessons, and standards of global business services. kpmg.com Drive to the top The journey, lessons, and standards of global business services kpmg.com The new normal for global enterprises is about doing more with less while at the same time driving the top line

More information

EXECUTIVE MASTER IN. Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders.

EXECUTIVE MASTER IN. Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders. EXECUTIVE MASTER IN CORPORATE COMMUNICATION Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders. COURSE DESCRIPTION At a Glance

More information

A Performance-Driven Approach to Application Services Management

A Performance-Driven Approach to Application Services Management A Performance-Driven Approach to Application Services Management Breaking the Mold to Accelerate Business Transformation Table of contents 1.0 The keep up versus step up challenge...1 2.0 Taking a different

More information

Use of Measurements and Metrics for the Project Management Office (PMO)

Use of Measurements and Metrics for the Project Management Office (PMO) Use of Measurements and Metrics for the Project Management Office (PMO) Presented by: Joseph Raynus Founder & Principal Consultant ShareDynamics, Inc. The Paradigm Paradigm: A set of assumptions, concepts,

More information

Seeding the future Strategic Change Management. CMA-CGA-FMI Workshop January 2010

Seeding the future Strategic Change Management. CMA-CGA-FMI Workshop January 2010 Seeding the future Strategic Change CMA-CGA-FMI Workshop January 2010 Agenda Introductions Deloitte Human Capital Consulting Ineffective Change - a withering tree Deloitte s Change approach and framework

More information

Success Factors for Global Alignment and Targeting Platform. Pranav Lele

Success Factors for Global Alignment and Targeting Platform. Pranav Lele Success Factors for Global Alignment and Targeting Platform Pranav Lele Success Factors for Global Alignment and Targeting Platform Pranav Lele Increasing complexity and the globalization of pharma business

More information

Customer Success Programs: Tools to Close Deals

Customer Success Programs: Tools to Close Deals Customer Success Programs: Tools to Close Deals Integratedcreativecommunications Integratedcreativecommunications contents: CUSTOMER SUCCESS LEADS TO MORE SUCCESS...4 SUCCESS PROGRAM BENEFITS...4 CENTRALIZED

More information

WHITE PAPER. The 7 Deadly Sins of. Dashboard Design

WHITE PAPER. The 7 Deadly Sins of. Dashboard Design WHITE PAPER The 7 Deadly Sins of Dashboard Design Overview In the new world of business intelligence (BI), the front end of an executive management platform, or dashboard, is one of several critical elements

More information

Gain a competitive advantage.

Gain a competitive advantage. Fully Integrated, End-to-End Business Management Provide a higher level of customer service. Improve internal business process. Improve bottom line. Gain a competitive advantage. End-to-End Business management

More information

Vendor Management System Implementation. Planning to Maximize ROI

Vendor Management System Implementation. Planning to Maximize ROI Vendor Management System Implementation Planning to Maximize ROI Vendor Management System Implementation Planning to Maximize ROI Companies are actively implementing managed services programs and Vendor

More information

The Change Enablement Center

The Change Enablement Center Importance of Change Management The ability to execute strategic, ambitious, and sustainable change is creating winners. An organization today must navigate an increasingly complex global landscape, responding

More information

I D C T E C H N O L O G Y S P O T L I G H T. E n a b l i n g Quality I n n o va t i o n w i t h Servi c e

I D C T E C H N O L O G Y S P O T L I G H T. E n a b l i n g Quality I n n o va t i o n w i t h Servi c e I D C T E C H N O L O G Y S P O T L I G H T E n a b l i n g Quality I n n o va t i o n w i t h Servi c e V i r t u a lization a nd Netw or k Virtualization December 2014 Adapted from Worldwide Automated

More information

The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case

The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case Final version for release Human Capital Management See more at psc.nsw.gov.au/hcm Index - Business

More information

Key Industry Challenges addressed by Superior Customer Offerings

Key Industry Challenges addressed by Superior Customer Offerings Customer Value Enhancement Award Mobile Marketing North America, 2011 Frost & Sullivan s Global Research Platform Frost & Sullivan is in its 50th year in business with a global research organization of

More information

Customer Centricity in Banking: Driving Revenue and Loyalty. Developing the 21st century workforce TM

Customer Centricity in Banking: Driving Revenue and Loyalty. Developing the 21st century workforce TM Customer Centricity in Banking: Driving Revenue and Loyalty Developing the 21st century workforce TM In today s hypercompetitive banking environment, most financial-services firms are overlooking the one

More information

Digital Marketing Institute s. Professional Diploma in Digital Selling. Validated by the Syllabus Advisory Council (SAC)

Digital Marketing Institute s. Professional Diploma in Digital Selling. Validated by the Syllabus Advisory Council (SAC) Digital Marketing Institute s Professional Diploma in Digital Selling Validated by the Syllabus Advisory Council (SAC) Content Professional Diploma in Digital Selling Welcome Course overview Course content

More information

From Brand Management to Global Business Management in Market-Driven Companies *

From Brand Management to Global Business Management in Market-Driven Companies * From Brand Management to Global Business Management in Market-Driven Companies * Emilio Zito ** Abstract Over the past several years, the most competitive mass-market companies (automobile, high-tech,

More information

ITPMG. February 2007. IT Performance Management: The Framework Initiating an IT Performance Management Program

ITPMG. February 2007. IT Performance Management: The Framework Initiating an IT Performance Management Program IT Performance Management: The Framework Initiating an IT Performance Management Program February 2007 IT Performance Management Group Bethel, Connecticut Executive Summary This Insights Note will provide

More information

How Do I Choose my KPIs?

How Do I Choose my KPIs? Best Practices in Dashboard Design Building a Dashboard System What tasks are involved in building the system? Building a Dashboard System What tasks are involved in building the system? Design Implementation

More information

Agile Master Data Management A Better Approach than Trial and Error

Agile Master Data Management A Better Approach than Trial and Error Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are

More information

WHAT S ON YOUR CLOUD? Workload Deployment Strategies for Private and Hybrid Clouds RESEARCH AND ANALYSIS PROVIDED BY TECHNOLOGY BUSINESS RESEARCH

WHAT S ON YOUR CLOUD? Workload Deployment Strategies for Private and Hybrid Clouds RESEARCH AND ANALYSIS PROVIDED BY TECHNOLOGY BUSINESS RESEARCH WHAT S ON YOUR CLOUD? Workload Deployment Strategies for Private and Hybrid Clouds RESEARCH AND ANALYSIS PROVIDED BY TECHNOLOGY BUSINESS RESEARCH Contents I. Private Cloud: Making IT a business partner

More information

{Businesss. Intelligence. Overview. Dashboard Manager

{Businesss. Intelligence. Overview. Dashboard Manager {Businesss Intelligence Overview Right information is the lifeblood of financial institutions in today s dynamic business environment. Yet many organisations struggle to provide the right information to

More information

Recruitment Process Outsourcing Methodology Statement

Recruitment Process Outsourcing Methodology Statement Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About

More information

New Business Models for Converging Communications Transforming the Enterprise

New Business Models for Converging Communications Transforming the Enterprise S T R A T E G I C W H I T E P A P E R New Business Models for Converging Communications Transforming the Enterprise Enterprises need to transform their networks to increase productivity, lower costs, build

More information

Designing a Metrics Dashboard for the Sales Organization By Mike Rose, Management Consultant.

Designing a Metrics Dashboard for the Sales Organization By Mike Rose, Management Consultant. Designing a Metrics Dashboard for the Sales Organization By Mike Rose, Management Consultant. Metrics can serve as critical measures of success for any organization and, in particular, the sales force

More information

CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES

CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES Chapter 1: Introduction to CRM Selected definitions of CRM 1 CRM is an information industry term for methodologies, software, and usually Internet

More information

US ONSHORING OFFERS SUPERIOR EFFECTIVENESS OVER OFFSHORE FOR CRM IMPLEMENTATIONS

US ONSHORING OFFERS SUPERIOR EFFECTIVENESS OVER OFFSHORE FOR CRM IMPLEMENTATIONS US ONSHORING OFFERS SUPERIOR EFFECTIVENESS OVER OFFSHORE FOR CRM IMPLEMENTATIONS Whitepaper Eagle Creek Software Services March 2015 Introduction CRM services are shifting from a focus on point solution

More information

Creating Velocity in Data Center Migrations to AWS. Presented by Harald Viehweger Tuesday 30 June 2015

Creating Velocity in Data Center Migrations to AWS. Presented by Harald Viehweger Tuesday 30 June 2015 Berlin Creating Velocity in Data Center Migrations to AWS Presented by Harald Viehweger Tuesday 30 June 2015 Success in AWS In with the new, out with the old Success in AWS We are Cloud pioneers Using

More information

NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation

NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation Market Offering: Package(s): Oracle Authors: Rick Olson, Luke Tay Date: January 13, 2012 Contents Executive summary

More information

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any

More information

Qlik UKI Consulting Services Catalogue

Qlik UKI Consulting Services Catalogue Qlik UKI Consulting Services Catalogue The key to a successful Qlik project lies in the right people, the right skills, and the right activities in the right order www.qlik.co.uk Table of Contents Introduction

More information

HOW TO MAP THE CUSTOMER JOURNEY

HOW TO MAP THE CUSTOMER JOURNEY HOW TO MAP THE CUSTOMER JOURNEY 2 The way customers buy products and services have changed forever. Today, if you offer an online service with recurring fees that are dependent on customer renewals, then

More information

FOUR STEPS TO EFFECTIVE INBOUND RESPONSE MANAGEMENT

FOUR STEPS TO EFFECTIVE INBOUND RESPONSE MANAGEMENT FOUR STEPS TO EFFECTIVE INBOUND RESPONSE MANAGEMENT 02. TABLE OF CONTENTS STEP 1. TIME TO CALL PAGE 4 STEP 2. EFFECTIVE LEAD QUALIFICATION PAGE 6 STEP 3. CATEGORIZING / DISPOSITIONING LEADS PAGE 8 STEP

More information

7 things to ask when upgrading your ERP solution

7 things to ask when upgrading your ERP solution Industrial Manufacturing 7 things to ask when upgrading your ERP solution The capabilities gap between older versions of ERP designs and current designs can create a problem that many organizations are

More information

2015 Global Cyber Intelligence and Security Competitive Strategy Innovation and Leadership Award

2015 Global Cyber Intelligence and Security Competitive Strategy Innovation and Leadership Award 2015 Global Cyber Intelligence and Security Competitive Strategy Innovation and Leadership Award 2015 Contents Background and Company Performance... 2 Industry Challenges... 3 Strategy Innovation and Customer

More information

Ten Steps to Comprehensive Project Portfolio Management Part 8 More Tips on Step 10 By R. Max Wideman Benefits Harvesting

Ten Steps to Comprehensive Project Portfolio Management Part 8 More Tips on Step 10 By R. Max Wideman Benefits Harvesting August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 8 More Tips on Step 10 By R. Max Wideman This series of papers has been developed from our work in upgrading TenStep's PortfolioStep.

More information

Solution Overview Channel Management in Utilities

Solution Overview Channel Management in Utilities Utilities Sector Solution Overview Channel Management in Utilities Better Results Market Influences and Challenges The utilties industry has faced dramatic change and numerous challenges in recent years

More information

CRM Know How In Practice. Transition and change management. Best Practice Guide 01

CRM Know How In Practice. Transition and change management. Best Practice Guide 01 CRM Know How In Practice Transition and change management Best Practice Guide 01 02 Best Practice Guide CRM Know How In Practice Transition and change management In This Guide 02 Introduction: Why CRM?

More information

Operational Excellence using Lean Six Sigma Amit Dasgupta

Operational Excellence using Lean Six Sigma Amit Dasgupta Operational Excellence using Lean Six Sigma Amit Dasgupta Amit Dasgupta 1 Contents Introduction to Operational Excellence Deployment Practice Our Services Amit Dasgupta 2 Operational Excellence using Lean

More information

Maximize your sales teams performance to ensure they exceed their targets

Maximize your sales teams performance to ensure they exceed their targets Maximize your sales teams performance to ensure they exceed their targets Strategic Sales Team Development Programme Carlene Jackson Carlene@vantage-strategies.com (44) 1273 778 505 www.vantage-strategies.com

More information

CASE STUDY. Author, Rachel Ashkin, Chief Operating Officer September, 2012. Company Background

CASE STUDY. Author, Rachel Ashkin, Chief Operating Officer September, 2012. Company Background Practical Insights for Selecting an LMS: A Solution Enabling an SMB Organization to Offer Services More Effectively to Their Global Distribution Channel Customers Author, Rachel Ashkin, Chief Operating

More information

Explosive Growth Is No Accident: Driving Digital Transformation in the Insurance Industry

Explosive Growth Is No Accident: Driving Digital Transformation in the Insurance Industry Explosive Growth Is No Accident: Driving Digital Transformation in the Insurance Industry By Mike Sarantopoulos, SVP, Insurance Practice, NTT DATA, Inc. and David Liliedahl, VP, Life & Annuity Portfolio,

More information

A guide to achieving growth and sustainability in your practice

A guide to achieving growth and sustainability in your practice PRACTICE MANAGEMENT 7 Key Practices to Help Grow Your Business A guide to achieving growth and sustainability in your practice Over the years, we ve partnered with advisors to help them build better businesses.

More information

An Example of Using Key Performance Indicators for Software Development Process Efficiency Evaluation

An Example of Using Key Performance Indicators for Software Development Process Efficiency Evaluation An Example of Using Key Performance Indicators for Software Development Process Efficiency Evaluation Ž. Antolić R&D Center Ericsson Nikola Tesla d.d. Complete Address: Krapinska 45, Zagreb, HR-10000,

More information

Transform Inbound Contacts Into Profits: Best Practices for Optimizing Lead Management.

Transform Inbound Contacts Into Profits: Best Practices for Optimizing Lead Management. Transform Inbound Contacts Into Profits: Best Practices for Optimizing Lead Management. September 2012 OptifiNow September 2012 Transform Inbound Contacts Into Profits: Best Practices for Optimizing Lead

More information

Briefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24

Briefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24 Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding

More information

IT Operations Managed Services A Perspective

IT Operations Managed Services A Perspective IT Operations Managed Services A Perspective 1 Introduction This paper examines the concept of Managed Services for IT Operations, the real business drivers, the key factors to be considered, the types

More information

Strategic Key Account Management

Strategic Key Account Management Strategic Key Account Management Page 1 How Economic and Technological Changes Have Made Key Account Management a Strategic Imperative In the 1970s, companies like Xerox and IBM started to address their

More information

Brand Valuation. A versatile strategic tool for business. Creating and managing brand value TM

Brand Valuation. A versatile strategic tool for business. Creating and managing brand value TM Brand Valuation A versatile strategic tool for business Creating and managing brand value TM Brand Valuation A versatile strategic tool for business Interbrand Pg. 2 by Mike Rocha Compared to when Interbrand

More information

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

Understanding the Business Value of Social Solutions in Sales

Understanding the Business Value of Social Solutions in Sales WHITE PAPER Understanding the Business Value of Social Solutions in Sales Sponsored by: SAP Vanessa Thompson April 2014 IDC OPINION The confluence of the changing competitive landscape, strategic business

More information

Top 10 Trends In Business Intelligence for 2007

Top 10 Trends In Business Intelligence for 2007 W H I T E P A P E R Top 10 Trends In Business Intelligence for 2007 HP s New Information Management Practice Table of contents Trend #1: BI Governance: Ensuring the Effectiveness of Programs and Investments

More information

Making the Transition to MSP 2.0

Making the Transition to MSP 2.0 PERSPECTIVE ARTICLE Making the Transition to MSP 2.0 From Implementation Impressario to Innovation Incubator Is Your MSP a Strategic Partner or a Tactical Solutions Provider? A discussion on the changing

More information

Enterprise Data Governance

Enterprise Data Governance DATA GOVERNANCE Enterprise Data Governance Strategies and Approaches for Implementing a Multi-Domain Data Governance Model Mark Allen Sr. Consultant, Enterprise Data Governance WellPoint, Inc. 1 Introduction:

More information

Put Your Sales on Rails with Web Analytics

Put Your Sales on Rails with Web Analytics Put Your Sales on Rails with Web Analytics Web Analytics are defined by the measurement, collection, analysis and reporting of website-specific aggregate user data. The data is then applied to predictive

More information

Metrics 101: Implementing a Metrics Framework to Create Value through Continual Service Improvement

Metrics 101: Implementing a Metrics Framework to Create Value through Continual Service Improvement Metrics 101: Implementing a Metrics Framework to Create Value through Continual Service Improvement By David Smith It s often been said that you can t manage what you don t measure, which is true. Without

More information

Professional Services Automation

Professional Services Automation OVERVIEW Unit4 Business World Professional Services Automation Operational effectiveness through increased visibility, streamlined business processes and tight cost management across the project lifecycle.

More information

CUSTOMER CASE AHLSELL GROUP. Ahlsell and Aptean make it easy to do business. www.aptean.com

CUSTOMER CASE AHLSELL GROUP. Ahlsell and Aptean make it easy to do business. www.aptean.com CUSTOMER CASE AHLSELL GROUP Ahlsell and Aptean make it easy to do business CUSTOMER CASE AHLSELL 2 Göran Näsholm Group President and CEO Gunnar Haglund Vice President and CFO Established in 1877, Ahlsell

More information

Growing Revenues Through Commercial Excellence

Growing Revenues Through Commercial Excellence VOLUME XVIII, ISSUE 12 Growing Revenues Through Commercial Excellence Companies engage in a battle every day to create value. L.E.K. Consulting helps companies succeed in this battle by focusing on the

More information